一詮精密工業股份有限公司

Newly constructed office building, good hardware environment

I received a call from the manager handling the recruitment. We talked for a long time on the phone, and the other party was very satisfied. The next day, I was suddenly notified of an on-site interview, and I cooperated as well!!

When I arrived, the senior executive did not understand IT professionally, yet had an extremely dismissive attitude!! They even said BPM was a system for ordering boxed lunches!?? I was completely baffled!!

Then the chairman asked personal questions, such as whether I was married, how much property I owned, whether I had bought a house, what I did after work... and so on. These things have nothing to do with the job and are not legally permissible questions to ask, are they!!

After listening to the senior executive ramble for a very long time, the manager handling the recruitment helped submit my salary for HR approval. They were also extremely proactive, following me to the station to explain the salary structure and asking when I could start. I said I would reply the next day, but then they suddenly cut off contact the following day!! They did not answer my calls or reply to my messages!! The day after that, I contacted HR, and after a while HR suddenly replied that, following internal evaluation and discussion, they would not proceed with the subsequent hiring process!!?

What happened?? Things suddenly took a sharp turn... That manager handling the recruitment did not need to avoid me by refusing to answer the phone either!!? We are all adults; explaining the situation and the reason is basic respect!!

An extremely infuriating and inexplicable interview experience!!

The office staff are warm and personable.

As an employee of Y.C.C., I have keenly felt the pressure of continually rising material costs and steadily declining profit margins, with the Procurement Department playing a crucial role in this situation. Over the past several years, the company’s operating performance has been weak, and its stock has also lagged behind its peers, prompting reflection: could the lack of an effective market-competition mechanism in procurement be affecting overall profitability? The following explains the current problems within the Procurement team and feasible recommendations for improvement from four major perspectives: organizational structure, work practices, process controls, and strategic planning.

Y.C.C.’s Procurement team currently has fewer than five people and shares office space with the General Administration Office. Despite its small headcount, it is responsible for procurement across the entire company. Because staffing is limited, procurement personnel generally operate in a “reactive execution” mode: they place orders as soon as they receive purchase requests, with little initiative to conduct market research or seek second-source suppliers. More seriously, Procurement does not attend the profit-making business review meetings convened by the Chairman, and cost control and supply-chain risks have never been discussed there.

The core of professional procurement lies in “diversified sourcing” and “thorough price negotiation,” thereby balancing suppliers’ bargaining power. In reality, however, the Procurement team maintains long-term relationships with existing suppliers without simultaneously gathering market pricing information or promoting competitive bidding. It also generally accepts suppliers’ price increases in full, lacking mechanisms for upstream management or introducing alternatives. This reliance on a single supplier not only concentrates costs but also means that any increase in raw-material prices is directly passed on to the company’s gross margin, resulting in an unavoidable decline in profitability.

In addition to insufficient sourcing and negotiation, key performance indicators (KPIs) in the procurement process are also unclear. For example, the required annual number of new suppliers, procurement cost-reduction targets, supplier on-time delivery rate, and rate of reduction in quality issues have not yet been incorporated into team evaluations. Without clear metrics, procurement personnel can easily become limited to routine duties and lack the motivation for continuous improvement. Even when the Finance Department identifies abnormal gross margins, Procurement is unable to provide first-hand cost analysis reports or solutions.

Overall, Y.C.C.’s current procurement system has considerable room for improvement in staffing, sourcing capabilities, KPI setting, and cross-departmental collaboration. As global supply-chain volatility intensifies and raw-material prices rise, failure to strengthen the procurement function promptly could continue to erode the company’s profitability, ultimately making it difficult to support its stock price and market competitiveness. I sincerely recommend that senior management elevate the Procurement Department to the level of a strategic business partner, invest in the necessary resources and digital tools, and establish clear objectives and evaluation mechanisms. Only in this way can the company overcome its high-cost predicament and restore Y.C.C.’s “profit recovery” and “stock-price rebound.”

The above is a rational observation of and set of recommendations for the current state of Y.C.C.’s procurement operations. I hope it will prompt organizational reflection and initiate effective internal reform.

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The benefits are pretty poor; it’s very suitable for those who want to work themselves to death.

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Interview for a semiconductor R&D assistant position

The interviewer was very direct and explained things in a very logical way, telling you that if you joined, you would need to persuade senior production-line staff to improve the process.

They would bring a young female R&D employee to participate in the interview.

They would review your past work experience point by point.

Personal takeaway: After turning 30, it is not recommended to work in R&D.

You would spend most of your time inside the company and with the production line

A place to coast until retirement

A family business, with a bunch of incompetent relatives of senior executives. There are also many managers at the director level, but they accomplish nothing while collecting high salaries and bonuses.

The boss loves asking people to write reports but never reads them carefully. The same report can be rejected and sent back in the morning, then approved and closed in the afternoon.

The starting salary is low enough as it is, but the compensation structure is also packed with allowances, leaving the base salary below NT$27,000. Year-end bonuses are calculated based on the base salary, and you only get more than 30 days’ worth if the boss is in a good mood. The highest possible year-end performance rating is only an A; if your salary is not docked, the gods must be looking out for you.

If you finish your work and leave on time, they assume you have too much free time and no work to do, so they increase your workload further and use one person as two.

As for salary and benefits, you may wait 10 years to see whether you get a raise once.

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If you have a death wish, go ahead. There is absolutely no protective equipment in the chemical water-treatment area; they wear raincoats as if they were Class C protective clothing. The old-timers will keep cursing you until you no longer want to work in water treatment. They insist on doing things they clearly don’t understand, damage the filtration equipment, and then shift the blame onto you—amazing! The work schedule is roughly six days on and one day off, 12 hours a day, sometimes extending to 14 or 15 hours, and you may get fewer than three days off a month. The contractors will mock you, and there’s nothing you can do about it. Later, after an outsourced water-treatment operator came in, even the operator’s pay was better than Yiquan’s. If you want to die, go work at Yiquan!

There’s nothing wrong with the company itself, but HR spends all day making sarcastic remarks that you have no future, while not really understanding what having a future means.